We receive so much valuable content from our customers, partners and internal subject-matter experts. On Thursdays, we thought it would be fun to do a “throw back” and bring back an older post that was valuable to our audience. Today’s throw back is about leadership succession planning.
By Shawn Hunter
AMA Corporate Learning recently surveyed over 1,100 senior managers and executives on the topic of leadership succession planning and discovered only 14% described their organization as properly prepared to confront key leadership loss, and over 80% said they were either “somewhat prepared” or “not at all prepared.” In the case of Apple and Steve Jobs, confidence appears reasonably high that Tim Cook is prepared to lead the company through Jobs’ health break. Yet, 14% nationally reflects a pretty sad confidence level in our leadership pipeline.
I’m reminded of the development culture at U.S. Cellular, which dictates the both/and equation when it comes to business results. In their culture, a defining metric of goal success is both achieving the business objective AND developing people in the process. The goal is considered incomplete if you ink a deal but the people growth component isn’t there. There is a clear expectation that business drivers include the people development part. Because people aren’t assets, they’re well…people.